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The promise and limits of social franchises as hybrid organizations

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  • Metin Sengul

    (Boston College, Carroll School of Management)

Abstract

Social franchises are relatively poorly known and understood. This is particularly true with regard to their organization design. Therefore, in my commentary on Szerb, Kivleniece, and Aggarwal’s introduction to Unjani Clinics, I explore what we can learn from this experiment as organization design scholars.

Suggested Citation

  • Metin Sengul, 2021. "The promise and limits of social franchises as hybrid organizations," Journal of Organization Design, Springer;Organizational Design Community, vol. 10(3), pages 115-117, December.
    • Handle: RePEc:spr:jorgde:v:10:y:2021:i:3:d:10.1007_s41469-021-00105-3
    DOI: 10.1007/s41469-021-00105-3
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    References listed on IDEAS

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    1. Sirkka L. Jarvenpaa & Dorothy E. Leidner, 1999. "Communication and Trust in Global Virtual Teams," Organization Science, INFORMS, vol. 10(6), pages 791-815, December.
    2. Tomasz Obloj & Metin Sengul, 2020. "What do multiple objectives really mean for performance? Empirical evidence from the French manufacturing sector," Strategic Management Journal, Wiley Blackwell, vol. 41(13), pages 2518-2547, December.
    3. Hart, Oliver, 1995. "Firms, Contracts, and Financial Structure," OUP Catalogue, Oxford University Press, number 9780198288817.
    4. Xiaoli Yin & Edward J. Zajac, 2004. "The strategy/governance structure fit relationship: theory and evidence in franchising arrangements," Strategic Management Journal, Wiley Blackwell, vol. 25(4), pages 365-383, April.
    5. Tomasz Obloj & Metin Sengul, 2020. "What Do Multiple Objectives Really Mean for Performance? Empirical Evidence from the French Manufacturing Sector," Working Papers hal-02896084, HAL.
    Full references (including those not matched with items on IDEAS)

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